Several C-130Hs from Rosecran National Guard Air Force Base in St. Joseph Mo. have already been delivered to Little Rock Air Force, Ark. and now another has made the trip with a few extra crew members to help deliver on board.

The crew picked up the C-130 Hercules from the Lockheed Martin factory with only five hours of flying time in March of 1987.

“It was the first time the Missouri Air National Guard ever got a brand-new airplane in the history of the unit,” said Retired Chief Master Sgt. Gary McIntosh, 180th Airlift Squadron C-130H chief flight engineer.

“It was kind of sad to see it leave ‘St. Joe,’ it was a good airplane for us, and a good airplane for me,” added the St. Joseph native.

The six-year old aircraft battled a flood in 1993 when it was buried in over 12 feet of water and had projected repairs of over several million dollars in an eight-month timeframe.

Retired Senior Master Sgt. Dennis Howe who was the dedicated crew chief of the aircraft from 1987 to 1994 said, “I talked to the base commander at the time of the devastation and said that if we could get together enough people to help, we could take care of it right here [at Rosecran ANGB]. We repaired it in four months and under one million dollars and began to fly the aircraft again.”

The aircraft continued to fly and will continue to fly after 23 short years in Missouri. Now stationed at Little Rock Air Force Base alongside seven other St. Joseph ‘Herks’ , the C-130Hs are part of the Arkansas Air National Guard 189th Airlift Wing.

Past and present crew members returned to Missouri with high hopes for continued success of the aircraft the once prized as their own.

“I’m glad this aircraft will continue flying in the Air Force, it’s still a good airframe. It’s sad to see it leave St. Joes but I’m glad to see it’s still doing the mission,” expressed Sergeant Howe.

The air evacuation of the Special Forces Camp at Kham Duc, Vietnam ranks as one of the most heroic days in Air Force history.

In one day at Kham Duc, airlifters were awarded the Medal of Honor, four Air Force Crosses, four Sliver Stars and the MacKay Trophy for the most meritorious flight of the year.

Aircraft flying into the 6,000 foot airstrip trusted combat teams on the surrounding high ground to provide security. Once that high ground was lost in the early morning hours of May 12, 1968, evacuation by air proved difficult.

The first C-130 crew to land that morning was unaware an evacuation was taking place. They had only begun to unload the aircraft when frantic Vietnamese civilians from the camp rushed toward the plane. Damage suffered from enemy fire prevented the crew from taking-on any passengers and they lifted off with only a three man combat control team on board.

A second C-130 landed and took-on more than 150 frightened Vietnamese women and children. The aircraft lifted-off amidst a flurry of heavy machine-gun fire that sent it crashing into a ball of flames not far from the end of runway. There were no survivors.

The next C-130 was piloted by Lt. Col. William Boyd from the 314th Tactical Airlift Wing. Colonel Boyd, having just witnessed the previous C-130 crash, brought his aircraft in at a steep angle to avoid exposure to enemy fire. The crew could actually see enemy soldiers on the outskirts of the camp firing at them with AK-47s. Colonel Boyd’s crew on-loaded more than 100 passengers and took off in the opposite direction. The aircraft was damaged by enemy fire, but made it back to safety. Shortly after landing, one of the men evacuated painted the words “Lucky Duc” on the side of the fuselage.

In all, eight C-130s landed on the airstrip at Kham Duc - two were shot down, one lifted off with only four evacuees, and the remaining five carried out more than 600 people.

Shortly after the last of the camp’s defenders were hauled out, another C-130 landed on the now enemy-controlled base. The three-man combat control team that had been extracted earlier that day ran back into the camp expecting to evacuate more people. Armed with only three M-16’s, the team quickly realized they were all alone.

Overhead, the “all clear” was announced over the radio network and the base commander ordered the camp destroyed. The frantic voice of Maj. Jay Van Cleeff broke onto the “net” explaining he had just dropped off a three-man team. The radio chatter went silent for the first time that day as the implications sank in.

Thinking no aircraft could be risked to pick them up, and with no working radio, the three man team prepared to defend themselves for as long as possible. Just then, a C-123 transport aircraft came in toward the strip. As the plane rambled down the runway, all eyes scanned the ground hoping the team would emerge from hiding. Not finding them, the pilot quickly lifted off - only then did a crew member spot the team scrambling back for cover. The desperate team watched, believing their last hope for rescue had just taken-off without them.

“The thought of another plane was impossible and illogical because the NVA were moving all around us,” said team member Tech. Sgt. Morton J. Freedman. “So much ammo was blowing up you couldn’t tell ‘incoming’ from our own, and it was throwing debris all over the runway. Even if they knew we were here, no man in his right mind would attempt a landing. I never felt so lonely in all my life.”

The next C-123 waiting overhead, hearing the team was alive, immediately started a steep decline towards Kham Duc. Pilot Lt. Col. Joe M. Jackson, broke his descent off at 50 feet above ground level and landed on the debris strewn airfield. The three-man team scrambled from hiding and ran for the aircraft. The plane remained on the ground for less than a minute and then raced down the airstrip, safely extracting the last three men from Kham Duc.

With new challenges arising as quickly as the calendar changes, we need leadership that is about making things happen versus wondering what’s happening.

A constant theme in our most prominent leaders is their relevance to those they lead and serve. Relevance isn’t about seeing the glass half full versus half empty; it’s about getting the most out of what’s in the glass.

Leaders who are relevant are people who never lose sight of the goals of the organization, no matter the distractions they encounter. In a word, relevant leaders are focused. As combat airlifters, if we ever lose sight of those on the other end of our airlift we will fail them; and failure is not an option. Not only is focus necessary, but it must be accompanied with increased knowledge.

As a leader, you represent many people and their interests. This requires you to become educated about things that may not directly affect you, but has huge bearing on your subordinates. Although you may not have toddlers in your house, you may want to be educated about services for children and families because these agencies are important to how we take care of our people. When your people know you are taking an interest in things that help them and their families, then they will support the organization in ways you never expected.

So focus and being well rounded are important to being relevant; but the key that brings it all together is communication. A relevant leader articulates the vision to those they lead, while articulating feedback from subordinates up the chain. If a leader struggles in the area of relevance, it’s typically in the area of communication.

Anyone can be a difference-maker on our team if they are determined to be relevant through focus, education and communication. So take the tools you have been given and get out there and make positive change a part your skill set.

Thursday, February 18, 2010

Today’s Airmen face the chance of being involved in a traumatic incident and The Traumatic Stress Response team is there to help those who need help over coming challenges they experience in the aftermath.

The “talk it out” myth is the belief everyone exposed to a traumatic event (i.e., mass disaster, plane crash, shooting, etc.) is likely suffering from some emotional disturbance and must talk with a professional to help prevent a mental health disorder.

This myth was embodied in the Air Force’s prior adoption of the Critical Incident Stress Management model, which held the belief that forcing individuals to talk about their experiences immediately after a traumatic event could help prevent development of severe mental health symptoms later on.

This belief was based on the theory that Post Traumatic Stress Disorder was the result of not processing the memories, feelings and thoughts surrounding exposure to a traumatic incident. As a result, individuals exposed to traumatic events were often forced to be a part of group debriefings to discuss details about the incident and their feelings following the incident: to “process” it. In fact, it was this response that often had military members avoiding on-site mental health workers like the plague.

The problem with the talk it out myth is the premise that everyone responds to trauma in the same way and that these responses are somehow signs of a larger problem. The reality is, there is no right or wrong way to respond following trauma.

There are certainly thoughts, emotions and behaviors that people can expect to have following trauma, but the truth is everyone will respond in unique ways, most of which do not require a mental health intervention.

TSR team’s role during a traumatic incident is best stated as, “We are here if you need us.” The reality is that immediately following a traumatic incident most people don’t require nor do they want to speak to a mental health provider. Instead, people require the basics; food, shelter, clothing, water, etc. The TSR team, like the credits in a movie, typically comes into the picture as everyone is leaving. The TSR team begins to function at its peak when the chaos calms down as this is the time when individuals exposed to a traumatic incident become most aware of the trauma’s impact.

In the days and weeks following a traumatic incident a commander will likely request the representatives of the TSR team to provide briefings or simply be available to those most directly impacted by the trauma. If Airmen should see a member of the TSR team, don’t run the other direction out of fear the team will force people to share their feelings.

The job of a TSR team member is to educate trauma survivors about the typical responses following trauma, which can include physical, cognitive, behavioral and emotional changes for weeks to months following the traumatic incident.

Secondly, and most importantly, the role of TSR is to provide members with a familiar face to help ease the process of seeking help in the future should their response following a trauma begin to impair how they function at home, work or in their interactions with others.

Should a trauma occur here on base, keep in mind the TSR team slogan: “We are here if you need us.”

Look for changes in one’s self, coworkers and others, understanding they are normal, but being able to admit when the weight becomes too much to tolerate on their own.

Also note that following a team activation, survivors and their families can request up to four free sessions with anyone from the TSR team (Mental Health, Airman & Family Readiness, and Chaplains) during which no record is kept of the encounters. For more information about the TSR team, call 987-7338.

SOUTHWEST ASIA -- Come rain, dust storms, extreme heat or cold, flightline operations in the Air Force must go on. This is especially true in the U.S. Air Force Central Command area of responsibility where troops downrange are awaiting reinforcements and supplies.

Often a thankless job, it’s up to the Airmen of the 386th Air Expeditionary Wing and its tenant units to get C-130 and C-17 fleets off the ground. Three of these vital enlisted career fields include loadmasters, crew chiefs and fuels specialists.

With lightning flashing in the distance and windblown rain drops blotting his goggles, the NCO remains calm and focused on the task at hand.

With 15 8,000-gallon fuel trucks lined up to his left and the weather showing no signs of letting up anytime soon, time is of the essence. With a positive visual fuel sample, he gives the first four trucks his seal of approval, emptying their contents through the fuel lines into the on-base storage area. The sergeant hopes the trucks can finish offloading before the lightning gets within five nautical miles - otherwise the mission will be put on hold.

“I’ve worked in every weather condition from below freezing to above 130 degrees Fahrenheit in Iraq,” said Tech. Sgt. Rick Rojas, 386th Expeditionary Logistics Readiness Squadron fuels management flight offload supervisor, deployed from the 183rd Fighter Wing, Illinois Air National Guard. “But we can’t let that slow us down. The main mission of the Air Force is to fly and our mission is to get fuel to those planes so they can do their job of getting supplies and troops downrange. That’s why it’s important for us to move with a sense of urgency.”

With the first four trucks downloaded and the second four halfway finished, the warning is issued - “lightning within five.” The mission is postponed. The seasoned NCO, a Springfield, Ill., native, adapts and after several hours of stop and goes, the day’s fuel is fully offloaded --the first step of a detailed mission is complete.

“A lot of people don’t realize just how much work goes on behind the scenes here,” said Master Sgt. Daniel Greene, 386th ELRS fuels management flight chief, deployed from Little Rock Air Force Base, Ark. “Most people just see the big green truck out on the flightline or our FORCE (fuels operational readiness capability equipment), but what they don’t see is us offloading the fuel, receiving and transferring it and all of the little intricate details that go into getting that fuel onto the flightline. I think if they just spent a day here to see what goes on behind the scenes, they’d really be amazed.”

Once in the storage area, additional fuels team members monitor the fuel bladders, each capable of holding up to 200,000 gallons, to ensure they don’t overfill. The experts must also control the valves to ensure equal distribution between each bladder.

It’s here, that Staff Sgt. James Williams, 386th ELRS fuels laboratory technician, begins his mission of ensuring the quality and control of aviation fuel and lubricants.

“I sample the fuel in the laboratory after we receive it, while we store it and right before we issue it to make sure the quality of the fuel is atits best and within Air Force specifications,” said the Sacramento, Calif., native, deployed from Travis AFB, Calif.

“The most challenging part of my job comes on the rare occasion that a sample fails. Trying to troubleshoot the main cause of a failure can be difficult.”

For the vast majority of the jet fuel, all that passes Sergeant Williams’ strict testing, it’s off to the ramp bladders where it is ready for distribution to the base’s C-130 and C-17 fleet and all U.S. transient aircraft via the flight’s fuel trucks (primarily used for C-130s and smaller transient aircraft) or the FORCE (used to fuel C-17s).

“FORCE, which first came here in 2005, replacing our old Vietnam era equipment, increases our issue, receipt and transfer capabilities with newer-design pumps (R-18), filters (R-19) and servicing platforms (R-20),” said Sergeant Greene, a Longview, Texas, native. “The R-14, which was part of the old system, could optimally pump 600 gallons per minute. In contrast, a single R-18 can optimally pump 900 GPM and we can also link the R-20s and R-18s so they can communicate to keep the fuel flowing.”

“I basically spend my days driving the trucks and refueling aircraft whenever we get a call,” said the Dover, N.H., native.On this particular day, one of the FORCE hoses has gone bad, so Airman Orr and fellow fuels distribution operator Airman 1st Class Jerald Dewolf, a Pleasant Grove, Utah, native, deployed from Scott AFB, Ill., work together to conduct a four-truck refueling of a C-17 out on the ramp.

The Airmen gather their belongings and head out to the trucks, being looked over by one of the team’s two resident refueling maintenance specialists, Senior Airman Ryan Parks, deployed from Grand Forks AFB, N.D. Parks, a Wichita, Kan., native, must conduct a checkpoint inspection of each vehicle in the fuels fleet daily to make sure they’re fully serviceable and when they’re not, it’s up to him to troubleshoot and fix them.

With a green light from Airman Parks, Airman Orr and Airman Dewolf head out. The first stop is to the ramp bladders to fill the 6,000-gallon fuel trucks, then it’s out to a nearby C-17. With the trucks in place, the Airmen exit their vehicles and carefully grab the fuel hoses,weighing up to 50 pounds when fully extended. With speed and precision they haul the hefty load about 50 feet toward the jet and begin to fill its massive tank.

“To do well at our job you have to have a good attitude and you have to be physically fit to pull these hoses all day,” said Airman Orr.

In a typical day, the fuels service center, the focal point for the fuels operation, can receive anywhere from 40-50 flightline fuels requests to which the operator dispatches one or more of the fuels distribution operators.

“We stay pretty busy for the most part, it just depends on what the mission entails that day,” Airman Orr said.

After a full day of bad weather conditions and offloading fuel, storing, testing, distributing it and maintaining the fuels fleet, the flight boards their van and heads to the dining facility for a “family” dinner. It’s one last chance to joke and unwind after a long day.

“We work hard and play hard,” said Tech. Sgt. Joseph Pugh, 386th ELRS fuels distribution supervisor deployed from the 175th Logistics Readiness Squadron, Maryland Air National Guard. “Fuels has always been a tight-knit community - this is your family out here.”

Little Rock Air Force Base personnel kicked off the Air Force Assistance Fund Feb. 11 with a breakfast at Hangar 1080.

The AFAF is an Air Force wide fundraiser much like the Combined Federal Campaign, but the goal and focus is to help Airmen, veterans and their families.

“Our goal this year is to help a buddy, care for a kid and shelter a grandma,” said Capt. Thomas Armstrong, 53rd Airlift Squadron executive officer. “The Air Force Assistance Fund is here to help our Airmen and our retirees.”

The campaign runs for the next six weeks, Feb. 8 to March 19, and is comprised of four different charities, the Air Force Aid Society, the Air Force Enlisted Village, Air Force Village and the General and Mrs. Curtis E. LeMay Foundation.

The Air Force Aid Society provides Airmen and their families worldwide with emergency financial assistance, education assistance and an array of base-level community-enhancement programs. For more information, visit www.afas.org.

The Air Force Enlisted Village includes Teresa Village in Fort Walton Beach, Fla. and Bob Hope Village in Shalimar, Fla., near Eglin Air Force Base, Fla. The fund provides homes and financial assistance to widows and widowers of retired enlisted people 55 and older. Hawthorn House, also in Shalimar, provides assisted living for residents requiring more assistance than others, including 24-hour nursing care. For more information, visit www.afenlistedwidows.org.

The Air Force Village, which includes Air Force Village I and II in San Antonio, is a life-care community for retired officers, spouses, widows or widowers and family members. The Air Force Village Web site is www.airforcevillages.com.

The General and Mrs. Curtis E. LeMay Foundation provides rent and financial assistance to widows and widowers of officer and enlisted retirees in their homes and communities through financial grants of assistance. The LeMay Foundation Web site is www.lemay-foundation.org.

The primary method for active-duty and civilian members to make a donation is through filling out a 2561 contribution form. Airmen have the option to donate through a payroll deduction or cash or check payments. Retirees have a separate contribution form. For more information on how to make a donation, contact a squadron point of contact.

The goals for the base are 100 percent contact, $90,654 contribution amount and 50 percent participation.

“The way we were so successful last year was participation,” said Col. Greg Otey, 19th Airlift Wing commander. “If we get over 50 percent participation, we’ll get the rest of the goals.”

This year, bases will compete for the top spot by being awarded points for percentage points over their goal; percentage points over 50 percent and dollars raised over last year.

As Airmen, we’re all part of the Air Force family. We’ve all dedicated ourselves to the service of this great nation, and with that service comes responsibility. To be a good Airman, we must strive to be experts in our career field, a mentor to those around us, a Wingman on and off duty and we must approach every day as an opportunity to make our Air Force family stronger.

In addition to those we serve within the Air Force, we all have a group outside of work we consider our family. Whether you’re a son, daughter, mother, father, sister, brother, husband, wife or friend, we all value the time we spend with our loved ones. We rely on our family at home to keep us grounded and to remind us why we serve.

When I look at my family at home and my family at work, I see many of the same people. I’m fortunate to serve at Little Rock with my husband, sister and brother-in-law. We are all in the business of training C-130 pilots and navigators, and we see each other virtually every day. We take great pride in our jobs knowing that in the future one of those crewmembers might be serving with a member of our family.

So I ask you, would you do anything different today if your customer was your husband or wife, sister or brother, mom or dad?

Whether you are seeing patients, fixing aircraft, serving food or on a patrol, you’re making an impact on members of our Air Force family. The chief of staff and secretary of the Air Force have dedicated this year to families, I challenge you to make every day about family – both on and off duty. While you may not have the chance to say “hello” to your niece when you drop your daughter off at the Child Development Center like I do, you are making an impact on a member of someone’s family each day.

There’s not a day that goes by that I don’t witness someone on our team that demonstrates exceptional personal and professional attributes. These people aren’t even difficult to find, they stand out in a crowd. I also believe that without these truly superior role models that we could not function as well as we do. Are you one who inspires others, or are you one who is looking for someone to inspire you?

Inspirational people are looking to make everything they touch better; they have a sense of purpose that is beyond themselves.

You won’t find them complaining about things, because they understand that negative energy takes the life out of an organization. Instead they positively articulate their concerns and continue to drive on to improving their surroundings.

Recently, a few of you have provided me great inspiration. Airman 1st Class Amber Plichta, 19th Mission Support Group, showed me a great deal of dedication and professionalism when I witnessed her perform her duties as a courier. Sherry Leal, 373rd Training Squadron secretary, is the model of efficiency and action, who consistently goes above and beyond to support her leadership in matters of training. Tech. Sgt. Katherine Grabham, 19th Airlift Wing Public Affairs, has displayed an energy level that I have not often witnessed in taking care of the personnel in our public affairs office. First Lt. Kristen Torma, 19th Airlift Wing executive has been an advocate for our Airmen on the flight line as a maintenance officer and works demanding yet productive hours as our wing executive. Lt. Col. Jay Osurman, 19th Equipment Maintenance Squadron, demonstrates selfless loyalty to his Airmen and has personally willed his unit to higher success.

You see, inspiration is seen through dedication, action, energy, productivity and loyalty. You must dig deep to inspire, but the results will reproduce through others. So what does inspiration look like, I’d say it looks like you. Now get out there and continue to move the bar higher.

Some Army and Air Force Exchange Service facilities shut down Wednesday to move into the new Base Exchange which opens 9 a.m. Thursday next to the base commissary.

Operations affected include: The BX and BXtra, military clothing sales, GNC, the barber and beauty shops, the floral shop, the optical shop, laundry and dry cleaning and H&R Block.

Base AAFES officials apologized for the inconvenience of the closures, but they are necessary to ensure full service at the new facility.

“The new store will not only have these operations but a whole lot more” said Pam Honor, AAFES general manager. “Come see us at our new location on Thursday at 0900. We are ready to serve you.”

The new 122,000-square-foot mall puts all major base AAFES shopping facilities under one roof. In addition to main exchange, BXtra and Military Clothing Sales, the new building will house specialty stores Game Stop, Sports Shop and Décor Shop. The mall’s expanded 192-seat food court adds Starbucks, Charley’s and Taco Bell to old favorites Anthony’s Pizza and Robin Hood.

More space equals improved convenience, better product selection and a better shopping experience, according to AAFES officials. That experience will include one-stop shopping, wider aisles and expanded selection with 18 check-out registers including one in the new outdoor living area and two at the Power Zone counter.

According to officials, customers will also see increased selection in all departments of the 62,000-square-foot sales floor, including expansion of the young men’s area, a new Power Zone Control counter and new Ashley furniture line.

Thursday, February 11, 2010

Air Power has always had its critics who have been unwilling to accept its place alongside land and sea power as equal components of the joint force.

Air power’s history has been one of dramatic swings in popularity and achievement compared to the constant consequence that comes with centuries of notable land and sea achievement as instruments of the state. This continuous change, which reflects the adaptability of air power in the modern era, is also the bane which leads some to doubt its innate importance as an instrument of national power -- a power that can be decisive in warfare in the supported or supporting role.

In the post-World War II era, air power achieved an unbalanced dominance as nuclear deterrence and strategic operations were the preeminent expression of national power. This dominance gave way to a tactical focus in Vietnam with little connection between the strategic ends and tactical means and an even more confused purpose as major commands battled for ascendancy and the true meaning of air power.

In this period of identity crisis, the Air Force, led by the tactical “victors,” joined, as unequal partners, the Air-Land Battle Doctrine for the defense of Western Europe against the Warsaw Pact. The problem with Air-Land Battle Doctrine was not air power’s contributions to the defense of NATO against Soviet-aligned forces, but the diminution of air power to a supporting role with little consideration of the operational and strategic effects that air power brings to the joint force. Beyond close air support and battlefield interdiction, air power’s only contribution to combined arms was mutual assured destruction.

Enter John Warden and other air power advocates. They brought a new focus to the air power debate and stubbornly insisted that air power could be decisive at the operational level of war. They asserted that air power could and should be the supported force across a wide spectrum of operations. They brought a new equality of thought and vision to the use of air and space forces which revived the zeal of the Air Corps Tactical School. Their thinking led to effects-based operations, parallel operations, an expeditionary Air Force organization, and the prominent contributions of air power in Desert Storm, Allied Force and Operations Enduring and Iraqi Freedom.

Air Power was back, and its essence was captured in the 1990 white paper titled Global Reach -- Global Power. This document provided a treatise on air power’s capabilities and inherent characteristics -- speed, range, flexibility -- asserted air power’s unprecedented leverage in support of national security, and gave Airmen a common point of reference for engaging in joint operations as an equal partner. The Air Force had a unified purpose, was no longer drifting in the search for relevance, and for perhaps the first time, possessed capabilities and doctrine which were respected as more than theory.

Fast forward to 2010. Despite historic contributions to the joint fight and a new rallying cry of “All In,” our Air Force seems to be searching for its purpose. The nation has equated national security with counterinsurgency doctrine, which is essential to the current fights in Afghanistan and Iraq, but which unfortunately underestimates the contributions of air power as an essential component of the joint operations, and more importantly, assumes that the spectrum of conflict has been forever altered.

Air power’s role may be predominately a supporting one in the counterinsurgency fight and we should be “All In”, but the real danger may be sparing within the Air Force in which tribes seek to gain preeminence based on the relevance of their mission to the current fight. When air power critics start the feckless cycle of “irrelevance rhetoric,” the temptation is to lose our higher purpose as the world’s most dominant air, space and cyberspace force and turn against core capabilities which are not prominently represented in the current fight.

The seeds for this potential division were perhaps sown in the same document which rejuvenated American air power, Global Reach -- Global Power. By segmenting ourselves into mobility and combat tribes, we have undoubtedly increased the effectiveness of our Air Force in delivering war-winning capabilities to combatant commanders, but as we get further from the inspiration behind air power’s renaissance, we risk identification with each part rather than the whole.

Our national security depends on our Air Force to be the world’s leader in air, space, and cyberspace power -- a power that can be eroded when Airmen fail to understand our contributions to national security -- yesterday, today and tomorrow. We are American Airmen first and mobility professionals second.

DOVER AIR FORCE BASE, Del. -- Every Air Force leader faces a similar challenge: how to motivate Airmen. Like Forrest Gump and his box of chocolates, an Air Force leader never knows what type of Airmen their unit is going to get.

Everyone loves to be part of a high performing team, but unfortunately every once in a while you’ll find yourself assigned with a group of folks that are less than highly motivated and have lost focus on “Excellence in all we do.” I’d like to offer two simple thoughts that I believe are basic truths in the motivation of personnel to help everyone work towards filling their units with stellar performing Airmen.

Motivation is tricky because what motivates some people rarely motivates everyone. Let’s face it, some people tend to complain about “free ice cream” because that’s just the way they are wired. A traditional Air Force definition of leadership points at the true source of enduring motivation as the ability to spark self-motivation in your followers. This is the first simple truth: when your Airmen are internally motivated to do their very best, you and your entire organization will benefit from soaring productivity and boundless success.

Unfortunately, some people in leadership positions miss this point entirely and never realize the full potential of personnel in their organization because they default to external motivation and command from a position of threatening authority. These leaders will typically see performance levels reach, but never exceed the specific results that have been demanded. Airmen will put forth the absolute minimum effort to complete a directed task for a supervisor that has treated them poorly and has not established a caring relationship.

There is no question that the effort to cultivate self-motivation is more time consuming and requires supervisors to foster personal connections with subordinates. A supervisor’s engaged leadership will develop into a relationship of trust, caring and mutual respect. A leader that builds a strong sense of trustworthiness will earn the loyalty and admiration of their subordinates. This is the second simple truth: the level of motivation in a squadron has little to do with the specific work being performed, but it does have everything to do with how the assigned Airmen feel welcomed, cared for and treated by their superiors. Airmen will work tirelessly without one word of complaint for many long hours, performing labor intensive duties for a leader that earnestly cares about them and that the Airmen genuinely respect. Think about the last leader you truly admired.

Do you recall how you sincerely wanted to perform your absolute best work because you did not want to let that leader down?Motivation is tricky, but I firmly believe that a leader that embraces these motivational truths will enjoy going to work and ultimately be a proud member of a very successful organization. Airmen in your unit will be motivated to perform their very best even when you, the leader, are not around simply because they do not want to “let you down.”

Making a firm commitment to invest your time and energy into relationship building will generate self-motivation in your subordinates. And never forget, this commitment is not only to your unit and your stellar performing Airmen, it is a commitment to developing our future Air Force leaders.

The Army and Air Force Exchange Service will open the doors to five new or improved dining establishments at Little Rock AFB on Wednesday. New offerings include Charley’s Grilled Sandwiches, Taco Bell and Starbucks. Long-time Little Rock AFB favorites Robin Hood Sandwich Shoppe and Anthony’s Pizza will be co-located with the new dining options. All five restaurants will have new equipment and digital menu boards. Baristas and food personnel are trained and certified, ready to serve the Little Rock Air Force Base community says Food Court Manager Vivian Brewer.

“Its location couldn’t have been better; it’s about a mile from every direction of the base and most employment offices,” said Ms. Brewer. “And the variety of options available means that an Airman could stop by here every day of the work week and still not eat at the same place twice.”

Beyond convenience and variety, dining at the Food Court is also an investment that keeps on giving thru AAFES’ endless support to the 19th Force Support Squadron--the troops morale, welfare and recreation fund.

Thursday, February 4, 2010

By Staff Sgt. Angelique Smythe451st Air Expeditionary Wing Public Affairs

KANDAHAR AIRFIELD, Afghanistan -- Airmen of the 772nd Expeditionary Airlift Squadron here dropped 56 containerized delivery systems over three different drop zones within Afghanistan from the same aircraft Jan. 27 to support Operation Enduring Freedom warfighters.

“It’s more bundles than we’ve ever been able to drop in one day,” said Maj. Joe Framptom, deployed from 41st Airlift Squadron, a 772nd EAS operations officer.

“We’re testing it to iron out any kinks, so we’ll be able to go full speed and do more airdrops like this once the new rigging facility opens up,” he said.

The Army 82nd Airborne Corps’ new rigging facility, soon to be open, is where Soldiers will build CDS bundles filled with equipment and supplies needed to be airdropped to forward operating bases within Afghanistan. CDS bundles may include Meals, Ready to Eat, water, fuel, ammunition and medical supplies.

It takes a joint effort as well as a total wing effort to resupply troops in the field. Once the bundles are built, Airmen from the air terminal operations center receive them from the Army to load onto a C-130J Super Hercules for delivery via airdrop.

Airmen from the operations and maintenance groups ensure mission success through keeping the aircraft operational and the sorties on time and on target.

“Basically, everyone in the wing -- the operations group, maintenance group and mission support group -- works together to get this done to support the Army,” Major Framptom said. “That’s really what we’re here to accomplish.”

The airdrops combat improvised explosive devices by keeping vehicles and troops off the roads and by allowing the Army to stage in places they wouldn’t otherwise be able to set up as some forward operating bases are inaccessible except by air. Some FOBs are also too big to be resupplied solely by helicopter.

Resupplying servicemembers in the field is a very important part of the mission for this team.

“It enables those guys to get out and do their mission, knowing their supply lines are secure,” Major Framptom said.

The test comes as a part of preparation for the increase of troops in the southern region of Afghanistan, as well as an increased demand for airdrop.

“The new rigging facility represents the increase in capacity to be able to resupply more Soldiers in the field,” Major Framptom said. “They built the new facility in order to rig more bundles and be able to support more airdrops in theater. This test is to see if we can actually handle the volume that’s going to be produced once that new rigging facility opens up.”

Before Jan. 27, the most number of CDS bundles the aircrew had ever dropped in one day was 40; two drops of 20 each. For their test, they loaded and airdropped 20 bundles, returned for another 20, and then an additional 16 for their final mission.

Each bundle weighed between 1,500 to 2,000 pounds. As the aircraft reaches the destination, pilots angle it upward with the rear door opened. The strap is cut and each bundle rolls as gravity pulls them out of the aircraft, and then their parachutes deploy.

“We’re expecting to see about a 250-percent increase in the number of airdrops we can support here,” Major Framptom said.

“We’ve had to go to Bagram (Airfield in Afghanistan) a lot in the past to load. With this new rigging facility, we’ll be able to load here, which means we’ll be able to get more supplies to our Soldiers faster.”

We carry no guns, yet U.S. Air Force chaplains are considered a force multiplier in the war theater.

Today in Iraq, Afghanistan and at home, the military expects its chaplains to meet the spiritual needs of today’s warfighters.

But it also recognizes the Chapel Corps’ importance in everything from counseling the hurting, encouraging the dejected and to being a leveling moral presence among the Airmen. Mixing faith and patriotism is a part of our higher call of duty.

In every war fought, there have been spiritual leaders who brought a message of hope and counsel to the men and woman in battle. Elisha the Prophet is one such leader. Today, we might call him a military chaplain. It was said that he had an ear for the voice of the Lord. He knew about the strategies and tactics of the Syrian army that had laid ambushes to destroy the Israeli army. Elisha was used of God to save the lives of the Israeli military repeatedly by revealing the enemy’s plans.

We continue to see U.S. Air Force chaplains answering the call of God to serve both God and country. Today, our chaplains stand with commanders, officers and enlisted alike, offering wisdom and insight that come from on high.

An outstanding illustration of the role and ministry of the chaplain comes to us from the Gulf War nearly 20 years ago. Gen. Ronald Griffith, former Vice Chief of Staff of the Army, and the commander of the U.S. 1st Armored Division in the Gulf War tells his amazing story regarding his unique relationship with his chaplain, Danny Davis, and the influence of prayer and God’s intervention in that historic war.

Although our military forces that fought in Desert Storm were the best trained and equipped of all armies that have ever fought, Gen. Norman Schwarzkopf and our generals feared there might be mass casualties and thousands of wounded men.

After a long extended staff meeting held by General Griffith in the desert prior to the invasion of Iraq, Chaplain Davis approached the general and asked for a private meeting with him.

Chaplain Davis asked, “General Griffith, what’s bothering you, Sir? I sense you are under a lot of stress and worried. I see it in your body language and hear it in your voice. Would you like to tell me about it?”

The general told him about his great concern for the men. The thoughts of having to send his men home in body bags to their moms and dads, wives and sweethearts and brothers and sisters tormented him day and night.

Chaplain Davis said to the General, “Sir, I have been talking with God. He has told me that the battle will not be long and drawn out. It will last only a matter of hours. You will not suffer mass casualties and injured men. The battle is not yours, but the Lord’s. Go to bed . . . get a good night of rest . . . be at peace.”

General Griffith said, “I sensed that God himself had spoken to me through my chaplain. I went to my tent, got into my bunk, fell asleep immediately and slept soundly for about four hours.”

What was the result? The war lasted only a matter of hours. There were only four casualties and 57 men wounded in the division. He continued, “I want to give God all the glory, and thank him for giving me a chaplain, a man of God, who hears from heaven.”

One sage from historical documents by the name of Solomon, wrote, “The right word at the right time is like a custom-made piece of jewelry.” (The Message translation).

The U.S. military chaplaincy was born of a combination of desire and need. As Gen. George Washington battled the British, he desperately wanted providence on his side. In order to ensure this, he reasoned his troops needed to be above reproach - and one way to ensure this was to have chaplains as a part of his team. Washington wanted chaplains to be religious leaders, but they were also to visit the wounded, take care of the dead, write letters home for Soldiers who couldn’t write and give discourses of a patriotic nature to keep the Soldiers from deserting. The chaplain became a very important link between the commander and the troops.

In the Civil War, their first duty was to advise the commander on the moral and spiritual health of the unit and then make any other suggestions for the happiness of the Soldier.

When Col. Ulysses S. Grant took command of the 21st Illinois infantry regiment, he had a Methodist chaplain, James Crane.

One day Colonel Grant ordered a Soldier to be tied to a tree and whipped for desertion. As they began to apply 50 lashes, Colonel Grant asked Chaplain Crane, “Chaplain do you think this is a good sentence?”

Colonel Grant said, “No, it is your place. You need to advise me about whether what we’re doing is what we should be doing ... I know what the law permits; what I want to hear from you is whether you think this is the right thing to do.”

As one of Team Little Rock’s Chaplain Corps it is both my privilege and calling to serve beside you during a time of war. The vision is clear, “Mission first and people always.” And our ministry is to the people.

Today, I’d like to give you something to ponder that may help you better communicate and connect with those around you.

Often we find ourselves frustrated with others because we primarily focus on what’s important to us while not considering the focus of those around us. When you communicate with others, do you listen to refute or do you listen to gain a better understanding?

From the household to the battlefield, communication is the lifeblood of everything we do. Yet, I submit to you that if we tried to gain perspective of why people see things the way they do, our dialogue would be more productive. Things such as life experience, background or environment contribute to how each of us views the world. How much do you know about the people you communicate with?

Think about the times you have tried to communicate with someone and they can’t seem to internalize what you’re trying to say. The challenge is helping them see why you can view the same picture through different lenses. You bridge the understanding gap by investing time and patience in getting to know those around you better. I promise if you show an interest in seeing things through other’s eyes, they will begin to do the same for you.

Sometimes you listen with your ears, and sometimes you listen with your eyes through observation. Sometimes you listen through understanding the experiences of others because our experiences form the way we see everything around us. When people see you are genuinely trying to understand them, they will make more of an effort to understand you. As leaders, followers and teammates, we owe it to one another to build upon our diverse background and grow together by looking through the eyes of others.

The 2009 major promotion central selection board results were released Feb. 4. The selection rate for line officers in primary zone was 93.7 percent and the rate for above primary zone was 11.7 percent. The Judge Advocate General selection rate for in the zone captains was 95 percent while the above primary zone rate was zero percent. The promotion rate for the Chaplain Corps was 64.3 percent for in primary zone captains and 37.5 percent for those above the primary zone, however, Little Rock Air Force Base did not have any captains competing for major in this cycle. Those selected for promotion from LRAFB are: